Project free essay sample

Footwear is expected to comprise about 60% of the total leather exports by 2011 from over  38% in 2006-07. Presently, the Indian footwear market is dominated by Men’s footwear market that accounts  for nearly 58% of the total Indian footwear retail market. By products, the Indian footwear market is dominated by casual footwear market that makes  up for nearly two-third of the total footwear retail market. he Indian footwear market scores over other footwear markets as it gives benefits like low  cost of production, abundant raw material, and has huge consumption market. Germany is the second largest importer of footwear in the world with a share of 7. 79% in the total global footwear import trade of US$ 77. 36 billion. Germanys import of footwear (leather and non-leather) has increased from US$ 5. 23 bn in 2005 to US$ 6. 03 bn in 2009, growing at a CAGR of 3. 62%. Indias export of different categories of footwear to Germany increased from US$ 170. 97 mn in 2005 to US$ 224. We will write a custom essay sample on Project or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 27 mn in  2009, growing at a CAGR of 7. 01%. During 2009, India accounted for a share of only 3. 71% in Germanys total footwear imports. Hence, there remains considerable potential to enhance Indias export of footwear to Germany in the coming years. 1. 3 INTRODUCTION TO THE SUBJECT EFFECTIVENESS OF DISTRIBUTION AND SATISFACTION OF WHOLESALERS Distribution of goods and services plays an important role in the sales system. Distribution system varies from company to company and region to region. The distribution system gives strength to the company by helping to increase the reach of the product to various parts of the region, country or even in foreign markets. An effective distribution system helps in making available goods in the right quantity at the right time when they are required and giving a reasonable earning to those who are associated with the distribution system like wholesalers,retailers,departmental stores, etc THE DISTRIBUTION CHANNEL Frequently there may be a chain of intermediaries; each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the distribution chain or the channel. Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important end-user. IMPORTANCE OF DISTRIBUTION CHANNELS Distribution channels often require the assistance of others in order for the marketer to reach its target market. But why exactly does a company need others to help with the distribution of their product? Wouldn’t a company that handles its own distribution funct ions be in a better position to exercise control over product sales and potentially earn higher profits? Also, doesn’t the Internet make it much easier to distribute products thus lessening the need for others to be involved in selling a company’s product. While on the surface it may seem to make sense for a company to operate its own distribution channel (i. e. , handling all aspects of distribution) there are many factors preventing companies from doing so. While companies can do without the assistance of certain channel members, for many marketers some level of channel partnership is needed. For example, marketers who are successful without utilizing resellers to sell their product (e. . , Dell Computers sells mostly through the Internet and not in retail stores) may still need assistance with certain parts of the distribution process (e. g. , Dell uses parcel post shippers such as FedEx and UPS). In Dell’s case creating their own transportation system makes little sense given how large such a system would need to be in order to service Dell’s customer bas e. Thus, by usingshipping companies Dell is taking advantage of the benefits these services offer to Dell and to Dell’s customers. FACTORS IN CREATING DISTRIBUTION CHANNELS Like most marketing decisions, a great deal of research and thought must go into determining how to carry out distribution activities in a way that meets a marketer’s objectives. The marketer must consider many factors when establishing a distribution system. Some factors are directly related to marketing decisions while others are affected by relationships that exist with members of the channel. Next we examine the key factors to consider when designing a distribution strategy. We group these into two main categories: marketing decision issues and channel relationship issues. In turn, each of these categories contains several topics of concern to marketers FACTORS CONSIDERED IN SELECTING CHANNELS 1. Nature of product: The channel of distribution can be selected only after considering the features of product. If a commodity is perishable or fragile, the producer prefers direct marketing or employs few middlemen. For perishable goods it requires speedy movement. This needs shorter channel. For durable and standardised goods, longer and diversified channel may be necessary. Bulky products (iron steel) require short channels so as to reduce the distance and number of handling and thereby cost. In the case of fashion items, the manufacturer prefers to sell direct to retailers. This is so because; the producer needs direct contact with retailers in order to determine the latest trends and fashions of the consumers. Products of high unit value are sold directly by company’s own sales force and not through middlemen. In case of capital goods like machinery, equipments etc. , the manufacturer sells directly to industrial user. Generally, seasonal products and low priced products are marketed through wholesalers. 2. Nature of market: The selection of channel depends on the requirements of market. For consumer market, retailer is essential. In industrial market, we can eliminate retailer. If the market size is large, it requires many channels. In small market, direct selling is better. If consumers are concentrated in few place, direct selling will be effective. If the consumers are widely scattered, a large number of middlemen will have to be employed. If the number of consumer is small, the manufacturer can directly sell to the Consumers. For selling bulky and expensive machinery, the manufacturer generally employs his own sales people. 3. Buying habit of consumers: The buying habits of consumers their number, location; frequency of purchase, quantity bought etc. influence the selection of channel. In the case of convenience goods, long channel are preferred. But in the case of shopping and speciality goods, direct selling is better. If consumers are scattered geographically, long channel may be adopted. If the market for a product is concentrated and localised, direct selling would be beneficial. When the consumers buy small quantities, the channel should be elaborate. For example, cigarette, matches etc. in this case direct selling will be costly. 4. Company: While selecting the channel, the company’s financial strength, reputation etc. must be considered. Financially strong firm can select and design its distribution channel. This means that it can adopt direct selling. On the other hand, financially weak firm needs to depend on intermediaries. If a company has earned good reputation, it usually selects middlemen of its choice 5. Middlemen: The middlemen who are to offer good facilities of storage must be considered. The channel which generates maximum sales must be selected. 6. Cost of channel Cost is another factor which influences the channel selection. The cost of each channel may be estimated on the basis of unit sale. Direct marketing generally is costlier and distribution arranged through middlemen is more economical. 7. Competition: Competition also influences the decision on channel selection. Marketers always have an eye on the channels used by the competitors. TYPE OF CHANNEL MEMBERS Channel activities may be carried out by the marketer or the marketer may seek specialist organizations to assist with certain functions. We can classify specialist organizations into two broad categories: resellers and specialty service firms. RESELLERS These organizations, also known within some industries as intermediaries, distributors or dealers, generally purchase or take ownership of products from the marketing company with the intention of selling to others. If a marketer utilizes multiple resellers within its distribution channel strategy the collection of resellers is termed a Reseller Network. These organizations can be classified into several sub-categories including: RETAILERS – Organizations that sell products directly to final consumers. WHOLESALERS–Organizations that purchase products from suppliers, such as manufacturers or other wholesalers, and in turn sell these to other resellers, such as retailers or other wholesalers. INDUSTRIAL DISTRIBUTORS – Firms that work mainly in the business-to-business market selling products obtained from industrial suppliers. There are organizations that provide additional services to help with the exchange of products but generally do not purchase the product (i. . , do not take ownership of the product): AGENTS AND BROKERS – Organizations that mainly work to bring suppliers and buyers together in exchange for a fee. DISTRIBUTION SERVICE FIRMS – Offer services aiding in the movement of products such as assistance with transportation, storage, and order processing. OTHERS – This category inclu des firms that provide additional services to aid in the distribution process such as insurance companies and firms offering transportation routing assistance. DEALER SATISFACTION DEFINITION Dealer satisfaction has been defined as the state of mind that dealers have about a company and its products or services when their expectations have been met or exceeded. This is state reflects the lifetime of the product or service experience. Customer satisfaction begins with a difficult faith; it starts with a commitment to deliver the result for each customer which is also a concern of the dealers. Hence, for a manufacturing company, in order to satisfy its customers, it is highly important to satisfy its dealers, as they are the direct customers to them. Establishing satisfaction as the ultimate goal is like the other ultimate goals of business pursuit of higher profits or shareholders wealth. The dealer needs and value should influence every aspect of the product and organization strategy, employee safety and performance, product and service development, sales and marketing programmes, operational procedures and information and measurement system. Understanding the dealer is critical to the success of any customer focus initiative, the first step in understanding the dealers is to listen to them. A company needs to hear what its dealers are saying about its people, products, services and vision. THE BASIC ASSUMPTIONS OF DEALER SATISFACTION ? The dealer service activities focus mainly on existing dealers. ? Some dealers are most important than others. ? The dealers are always specific. ? The dealers are the assets of the company. Understanding that the dealer is critical to the success of any customer focus initiative, the first step in understanding the dealers is to listen to them. A company needs to hear what its dealers are saying about its people, products, services and vision. The information obtained from them helps to develop meaningful products and services. Organizations need to listen to their dealers to understand their level of satisfaction and requirements. As one company executive said, â€Å"talking to a satisfied customer is talking to myself†. High dealer satisfaction comes from providing effective services. But giving that service is a continuous activity. It means being efficient, reliable, courteous, curing and professional every time. FACTORS INFLUENCING DEALER SATISFACTION QUALITY OF THE PRODUCT: Quality means something was done or built right. Quality is an abstract concept of a standard. It is a standard which must be attached to an object, as it is something that comes as a result of a physical object. Quality is the level of dealer satisfaction. It is the level to which the dealer’s needs can be satisfied by the service provider (the company). Each dealers and customers has its own needs and requirements, and are dynamic in, so keeping the dealers satisfied with the company’s products and services along with continual improvement. PRICE OF THE PRODUCT: The process of deciding the price is a difficult task. Pricing is not a matter of just plugging a number in a formula. It requires a deep understanding of the marketing forces, competitive conditions and the demand and supply equation. While determining the price, the management has to consider the both the internal and external factors. Price of the product is one of the major factors, which will influence the dealer to be satisfied. The price should be reasonable and affordable then only the dealers’ are satisfied. TIMELY AVAILABILITY OF THE PRODUCT: Availability of the product is the major factor which will influence the dealers to be satisfied. The product should be available to dealers at the right tine in right quantity. The company should provide the sufficient quantity of the products as and when needed to meet their consumers’ needs and wants. CREDIT PERIOD AVAILABLE FOR THE PRODUCT: One of the striking factor which influence the dealers’ is the availability of the credit period. The company should provide the sufficient time for settle down their amounts. If the dealers get a higher credit period they can sell more goods. But it is good for the company and to the dealers’ to maintain a reasonable time for settling their amounts. PROMOTIONAL ACTIVITY OF THE PRODUCT: Promotion is one of the four elements in the marketing mix. The main objective of the promotion is to move forward a product, service or idea in a channel of distribution. It involves various activities used to inform, persuade and remind the target market about a company, its products and its activities. It motivates the people to buy whatever a company is selling . Thus promotion means communication. The promotional activities such as advertising, publicity and sales promotion will highly influence the dealers’ through maximization of sales to their products. CLAIM SETTLEMENT SERVICE PROVIDED BY THE FIRM: The services provided by the will influence the dealers to be satisfied. Claim settlement service is the provision of service to dealers before, during and after purchase. It is an after sales services provided by the company. If the companies product are damaged or decayed; the company should make either to replace the decayed product or to repairs the damaged product. For achieving dealer satisfaction the company should follow an efficient claim settlement service. Overall Measures of Satisfaction Satisfaction is a result of a product related experience and reflects the product’s performance in use. It makes little sense to measure satisfaction toward a product that has never been used. In building a dealer satisfaction survey, it is also helpful to consider reasons why pre-purchase expectations or post purchase satisfaction may or may not be fulfilled or even measurable. 1. Expectations may not reflect unanticipated service attributes. 2. Expectations may have been quite vague, creating wide latitudes of acceptability in performance and expected satisfaction. 3. Expectation and product performance evaluations may be sensory and not cognitive, as in taste, style or image. 4. The product use may attract so little attention as to produce no conscious affect or cognition (evaluation), and result in meaningless satisfaction or dissatisfaction measures. 5. There may have been unanticipated benefits or consequences of purchasing or using the product (such as a use or feature not anticipated with purchase). 6. The original expectations may have been unrealistically high or low. 7. The product purchaser, influencer and user may have been different individuals, each having different expectations. . 1 INDUSTRY PROFILE The Indian Footwear Industry is gearing up to leverage its strengths towards maximizing benefits. Strength of India in the footwear sector originates from its command on reliable supply of resources in the form of raw hides and skins, quality finished leather, large installed capacities for production of finished leather footwear, large human capital with expertise and technology base, skilled manpower and relatively low cost labor, proven strength to produce footwear for global brand leaders and acquired technology competence, particularly for mid and high priced footwear segments. Resource strength of India in the form of materials and skilled manpower is a comparative advantage for the country. The Footwear Industry is a significant segment of the Leather Industry in India. India ranks second among the footwear producing countries next to China. India produces more of gents’ footwear while the world’s major production is in ladies footwear. The industry is labour intensive and is concentrated in the small and cottage industry sectors. While leather shoes and uppers are concentrated in large scale units, the sandals and chappals are produced in the household and cottage sector. In the case of chappals and sandals, use of non-leather material is prevalent in the domestic market. The major production centers India are Chennai, Ranipet, Ambur in Tamil Nadu, , Mumbai in Maharashtra, Kanpur in U. P. , Jalandhar in Punjab, Agra and Delhi. The following table indicates concentration of units in various parts of the country: There are nearly 4000 units engaged in manufacturing footwear in India. The industry is dominated by small scale units with the total production of 55%. The total turnover of the footwear industry including leather and non-leather footwear is estimated at Rs. 8500-9500 crore (Euro 551. 3-1723. 1 Million) including Rs. 1200-1400 crore (Euro 217. 6-253. 9 Million) in the household segment. India’s share in global leather footwear imports is around 1. 4% Major Competitors in the export market for leather footwear are China (14%), Spain (6%) and Italy (21%). The estimated annual footwear production capacity in 1999 is nearly 1736 million pairs (776 million pairs of leather footwear and 960 million pairs of non-leather footwear). Region-wise share of total estimated capacities is as follows: |Region |Leather shoes |Non-leather Shoes |Leather Shoe Uppers |Leather Sandals |Non Leather | | | | | | |Sandals | |Percentage | |Tamil Nadu |26 |5 | 54 |1 |0 | |Delhi up North |10 |77 |4 |1 |60 | |Agra, Kanpur |45 |0 |32 |62 |0 | |Calcutta |12 |0 |2 |3 |0 | |Bangalore |3 |3 |4 |0 |0 | |Mumbai |4 |2 |1 |32 |0 | |Others |0 |13 |3 |1 |40 | |Total |100 |100 |100 |100 |100 | The Indian footwear industry is provided with institutional infrastructure support through premier institutions like Central Leather Research Institute, Chennai, Footwear Design Development Institute, Noida, National Institute of Fashion Technology, New Delhi, etc in the areas of technological development, design and product development and human resource development. The availability of abundant raw material base, large domestic market and the opportunity to cater to world markets makes India an attractive destination for technology and investments. 3. 1 COMPANY PROFILE VKC GROUP OF COMPANIES â€Å"VKC group of companies are the leading footwear manufacture especially in southern region of India. The group established on (August17) 1984 with a nominal capital and few employees. In 1984 the founder of the group Mr. V. K. C. Mammed Koya started a Hawai Sheet manufacturing unit with his two brothers. Later on Hawai straps were also inducted to the production line and in 1986 VKC group launched the first product with its own brand name in the market viz. VKC Hawai with an initial production of 600 pairs per day. By 1989 the production increased to 5000 pairs a day and by 1996 it jumped to 17000 pairs. In between the founder initiated the floating of the first RPVC footwear manufacturing unit in the Malabar Area of Kerala state with few of his friends. This product also got very good acceptance in the market. The success of the first unit and the RPVC unit gave a signal to the business community and the vast potential was seen by the various industrialists. This resulted in a rapid change in the footwear industry itself. Within a few years the number of Rubber and RPVC unit grew to more than 80 in this area. In 1994 the group ventured the first unit in Kerala to manufacture footwear from virgin PVC. This resulted in a big change and the multinational brands felt competitions from the local brands. In 1998 the group started the first Micro Cellular PVC footwear in Kerala with imported plant and machinery. â€Å"Quality at low price† made the VKC groups products popular in the market day by day. It also expanded its market to other southern states. In 2001 the group started the first Air Injected PVC DIP footwear manufacturing unit in the South India. In 2003 the group ventured the first Injected EVA manufacturing unit in South –Central India. In 2006 the group started backward integration to produce EVA compound for Injection and started the first EVA compounding plant in the South –Central India. The unit went in 2007 the group started manufacturing of PU DIP footwear. During this period new bloods with technical, commercial and practical knowledge were inducted and now the group consists of 25 working Directors and 100 share holders spread over 16 various units. And have annual group turnover of Rs. 4000 million. More than 4000 employees are working in these units. The company had achieved a prominent position in the footwear market of India. The main markets, which are concentrated by the company, are Kerala, Tamilnadu and Karnataka. The good quality and variety in models of VKC products help the companies to face the market competition. The company has been able to maintain the quality of the products by adopting foreign technologies. The group is now looking for further avenues in the field of footwear to stretch their hands. The Head Quarter of VKC group is in CALICUT . And the main plants of VKC group of companies are situated in Kerala and Tamilnadu. The following are the associate companies of VKC group. . M/s. VEEKESY RUBBER INDUSTRIES PVT. LTD. 2. M/s. VEEKESY ELASTOMERS PVT. LTD. 3. M/s. VEEKESY POLYMERS PVT. LTD. 4. M/s. SANDLON TECHNOLOGIES PVT. LTD. 5. M/s. FORTUNE ELASTOMERS PVT. LTD. 6. M/s. CALTECH POLYMERS PVT. LTD. 7. M/s. SLIPONS INDIA PVT. LTD 8. M/s. DIADORA SHOES PVTLTD. 9. M/s. DIMESCO FOOTCARE INDIA PVT LTD. 10. M/s. FER RARI SHOES (INDIA) PVT. LTD 11. M/s. VEEKESY FOOTCARE (INDIA) PVT. LTD 12. M/s. FERRERO VINYL TECHNOLOGIES PVT. LTD 13. M/s. MORBIDO VINYL PVT. LTD. 14. M/s. SMARTAK FOOTCARE INDIA PVT. LTD. 15. M/s. VKC FOOTSTEPS INDIA PVT. LTD 16. M/s. KOVAI FOOTWEARS PVT. LTD COMPANY PROFILE OF M/S SMARTAK FOOTCARE PVT LTD M\s Smartak Footcare Pvt Ltd is a group company of renowned VKC group. It is registered as a Private Limited company and incorporated on 18. 07. 2006 under the companies Act 1956. The commercial production of the company was started on 15. 02. 2007. The company is located on the side of National Highway 17 at Feroke, Chungam. All affairs and day to day business administration of the firm is vested in the hands of Board of Directors they are in charge of various activities like Production, Finance and Marketing the board is assisted by qualified administrative staffs. The founder of M/s Smartak Footcare Pvt Ltd is Mr. V. K. C Mammed Koya. The Management of the company now consist Six Directors. The chairman of the company Mr. V. Abdul Razak is a post graduate in business administration having more than 16 years experience in footwear manufacturing including project implementation. M/s. Smartak Footcare Pvt Ltd caters extend its markets all over Kerala. The company has a good market in their products. M/s Smartak Footcare Pvt Ltd is the first company in VKC group for the manufacture of PU footwear. The company adopts Taiwan Technology for manufacturing of PU footwear. Annual production capacity including the licensed agreement is 6,75000 pairs. The product groups consist as season ladies and gents. The company market PU Footwear under the brand name of â€Å"Smartak†. The aggressive marketing techniques adopted by the company through various media coupled with consistent quality of the product at affordable price opened new era of light weight footwear in Kerala market replacing conventional products and other well established brands in this segment. Apart from Kerala the company has a good market for their products. 3. 2 PRODUCTION DEPARTMENT MACHINERIES USED ARE: PU Pouring Machine Clicking Machine Stitching Machine Cooling Tower Air drier Embossing machine Stitching Machine Generator Mould Dies 3. 3 MARKETING DEPARTMENT: â€Å"Marketing is the management process responsible for the identifying, anticipating and satisfying consumers’ requirements profitably†. To be the best product in the market company is giving importance to the following. . †¢ BRAND NAME : The brand name used for the product is â€Å"Smartak†. †¢ SLOGAN : â€Å"Be Smart with Smartak†. †¢ QUALITY : Quality of the products is the main marketing technique that the company used. †¢ ADVERTISING : The Company treats the advertising as the main mode of marketing to improve the sales of their products. †¢ SCHEMES : One of the main marketing techniques of the company is the different Schemes for their customers and dealers. †¢ WHOLESALERS MEET: The Company conducts the Wholesalers Meet at least once in a year. By this the company provides an opportunity to the wholesalers to interact with the company and between the dealers. This helps to find problems, sort out differences, and to formulate plans for future improvement in the market. †¢ ORDER TAKING COLLECTION: The company executives are directly taking the orders from the wholesalers. †¢ DELIVERY SYSTEM: The Company has very good system for the supply of the products to the wholesalers. The company had provided the door delivery system and they are fixed a weekly chart for the supply. THE MARKETING TECHNIQUES USED ARE: CHANNELS OF DISTRIBUTION SALES PROMOTION ADVERTISING MARKET RESEARCH CHANNELS OF DISTRIBUTION: Channel of distribution is the set of marketing intermediaries through which the goods flow from the producer to consumer. The company had provided the door delivery system to the wholesalers for the distribution of products through their owned vehicles and through the different transporters. The Channel of Distribution followed by the Company is: |Manufacture | |Wholesaler | |Retailers | |Consumers | The company adopts a two level distribution system consisting of Wholesale dealer and Retail dealer. The company is satisfied with the existing arrangements. SALES PROMOTION: Sales promotion plays a major role for the success of the VKC products. Sales promotion influences the customers for buying the products and also helps to meet competition. It popularizes the product so as to stimulate demand. SALES PROMOTION TOOLS USED ARE: CONSUMERS PROMOTION †¢ COUPONS †¢ DEMONSTRATION †¢ CONTEST †¢ PRICE OFFER DEALER PROMOTION †¢ SALES CONTEST †¢ DEALER GIFT †¢ TURNOVER ALLOWANCE ADVERTISING SCHEMES: The VKC’s Advertising covers all activities connected with giving of publicity regarding goods and services offered for sale. The main Medias for advertising are: Indoor Media Outdoor Media INDOOR MEDIAS †¢ TV CHANNELS †¢ NEWS PAPERS †¢ MAGAZINES †¢ CATALOGUES, DANGLERS, CALENDERS, STICKERS OUTDOOR MEDIAS NAME BOARDS FLEX BOARDS †¢ HOARDINGS TV CHANNELS Advertisements of the products of the company are given in all the major TV channels in Malayalam and Tamil languages. The Brand Ambassadors for the product is the Malayalam Cine Artists â€Å" Kavya Madhavan†. SCHEMES: The company is providing different schemes for customers, retailers and wholesalers during seasons. This helps the company to gets the good results in sales and publicity. The company had already undertaken various schemes and contests like: †¢ VKC Sammanotsavam MARKET RESEARCH Marketing research helps in analyzing the buyer’s habits, popularity of a product, and effectiveness of advertising media. It also helps to collect information about marketing problems and opportunities. The continuous marketing research has been conducted by the company which helps them in planning and executing marketing strategies for the future course of action. THE PILLARS IN THE PATH OF SUCCESS OF THE FIRM ARE 1. FOREIGN TECHNOLOGIES The main advantage of the company is the implementation of Taiwan technology used by them for the injection moulding process. Moulding process is the main activity and the key process of manufacturing of quality footwear. The Company purchases Footwear Moulds from Taiwan, China, and Italy. This will help the company to assure high quality and good finish to the product. The quality of the imported Synthetic leather is highly superior than the Indian products. The problem of ordinary synthetic leathers like smelling due to sweatiness and wetness is not seen in the imported products. The finish, comfort, and elegances are highly superior to the Indian product. 2. EMPLOYEES OF THE FIRM The company always maintains good employer- employee relationship. The employees are well satisfied with the attitude of the management towards them and in the facilities provided to them. So there were no labour strikes, labour absenteeism and labour resignation. The company provides excellent training programs for the employees to improve the skills and productivity with in a lesser time. Project free essay sample This is a project feasibility report of Jimaga Ltd. It analyzes the concerns, stages, processed, leadership, administration and control problems of the building project whose total superficial content is 35,000 square metres. The conclusion of this feasibility report is that this project could be completed in the right time with the given budget. Project Name: Jimaga Ltd’s New Building Proprietor: Jimaga Ltd Construction Unit: XXX Construction Company Date: 20YY/MM/DD-20YY/MM/DD It has been proved both in theory and practice those successful projects that are delivered on time, satisfying customer objectives and delivered to budget, a thorough approach to planning and control is essential. Project feasibility is usually the first stage of the planning process. 1. 0 Concerns 1. 1 A Simple Introduction to Jimaga Ltd Jimaga Ltd is a SME company specializing in the design and supply of promotional brochures. The organizations they are commissioned by includes: Local Authorities, SME enterprises, and on rare organizations large global companies. We will write a custom essay sample on Project or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The company has been particularly successful since it started trading in 2005. 1. 2 Necessity of the Project To apply expansion strategy, Jimaga Ltd acquired a building which would allow the company to target and respond to large global organizations demands for service. 1. 3 Goals The goal of this project is to acquire the successful opening of a building which Jimaga Ltd recently acquired (35,000 square metres). It will give the company the access to meet the demands of large global organizations and the opportunity to apply an expansion strategy. 1. 4 Project Objectives The purpose of project management is to foresee or predict as many dangers and problems as possible; and to plan, organize and control activities so that the project is completed as successfully as possible in spite of all the risks. Project objectives are the quantitative and qualitative measures by which the project team will judge the completion of the project. Generally speaking, managers who join in a project should set suitable project objectives in the first place. Before the construction of this project, mangers in Jimaga Ltd should first answer theses questions: Field and Keller define six key people who are critical to the success of all projects: Sponsor, Champion, Client, Customer, Owner and Stakeholder[1]. To successfully complete this project in time, the key people should be discussed in the first place: 3. 0 Processes Most projects can be subdivided into four generic phases: concept, design, implement and commission. The project life ­cycle enables us to look at the bigger picture[2]. Therefore, we see the project as a unit that will be implemented in four phases: planning process, executing, monitoring and controlling, closing. 3. 1 Planning Process Very simply put, planning is setting the direction for something some system and then guiding the system to follow the direction. Rory Burke once noted that Planning is an important component of the planning and control cycle, because the planning process not only establishes what is to be done, but also smoothes the way to make it happen[3]. This project should be constructed under a clear project plan that at least includes: 3. 2 Executing Executing process is aimed to perform process includes processing for the completion of the project plan the work defined in the project requirements. Implementation process involves the coordination and integration of resources, as well as performing activities and projects in accordance with the project management plan. A deliverable executing is the output of the process, as defined in the project management plan framework and other possible application project in hand. 3. 3 Monitoring and controlling Without monitoring and controlling, there will be unnecessary waste and inefficiency Influencing the factors that could circumvent integrated change control so only approved changes are implemented 3. 4 Closing In the field of project management, closing includes the formal acceptance of the project and the ending thereof. At this stage, administrative activities include the archiving of the files and documenting lessons learned. This process consists of: In common, project managers must continuously develop effective leadership skills and employ them as needed during the project cycle[4]. The visible expression of leadership skills for the project team and stakeholders is via leadership behaviors. It is necessary for Jimaga Ltd to choose a manger to serve the post of director in charge of the project. This person would shoulder the duty of leadership in different project cycle. For example: 4. 1 Project Initiation and Scope The project director would explore what is possible and to define a high level plan with an indication of project costs. He would also make a contribution by meeting others needs and removing their barriers so that the project could be faced with a good beginning. 4. 2 Project Planning The project director would be asked to take ownership and a task orientation towards project planning. He would work in a democratic, participative style to develop effective plans with suitable estimates. At the same time, the project director would identify the right people for the right role. What’s more, he would bureaucratically establish the project control mechanisms and the standards for the project team. These key components of the project should be also considered such as: 4. 3 Executing During the process of project construction, the project director should lead and assure the smooth operation of the project by: The project director should pay great attention to leaving the project team to get things done with a task-orientation attitude. Use a laissez-faire approach but stay in touch and support people as needed[5]. Ensure that multiple tasks, priorities and risks are effectively managed and clearly communicated. Take a bureaucratic approach to preparation for testing, deployment and closure, doing each stage properly producing the appropriate deliverables at the desired level of quality. 4. 4 Monitoring and controlling The project director should monitor and control the total appearance of the project in order that it could be conducted within the management scope. 4. 5 Closing At the closing of the project, the project director should sum up the related experience and lesson from the project. . 0 Administration Using compulsory administrative measures on the basis of administrative power of administrative and operational mechanism, administrative methods have a direct influence on management object. In this way, management functions are realized. The managers of this project should pay enough attention to these aspects if they want to apply administrative methods in appropriate manner: instru ctions. The administrative instructions of mangers in Jimaga should be suitable with management environment and management scope. What’s more, those administrative instructions should be consistent with the manager object’s behaviours. Control problems of a project means schedule control, quality control, cost control. 6. 1 Schedule control Managers should arrange schedule control in the following aspects: eliminate the contradiction that appears during the process of construction[8]. Project quality is not only related to the owners of the property safety, but also directly affect the project management of investment and project construction cost. Managers should establish total sense of quality, fully understanding the connotation of quality management and quality management system in each step. On the analysis of five major elements (man, machine, material, method and central) and the construction of whole process, mangers would be able to clear quality control contents of the project. 6. 3 Cost control Project cost control refers to the activities of plan, implementation, supervision, regulation and control during the implementation process. Through appropriate technology and management methods, the consumption of labour and other expenses would be in suitable control.

THE COLD WAR IN EUROPE essays

THE COLD WAR IN EUROPE essays The end of the war in Europe revealed signs of growing mistrust between the USA and the USSR. Issues such as the Polish question, confrontation in Iran, containment, the Marshall plan, the Czechoslovakian Crisis, the Berlin Blockade, NATO, Cominform, Tito in Yugoslavia, the Korean War, Khrushchevs reforms, the Hungarian Revolution, the Berlin Wall and Cuba all accounted for the situation between the USA and USSR to turn into suspicion and confrontation. From the beginning, disagreements over wartime strategy foreshadowed post-war conflict, especially between the Soviets on the one hand and the British and Americans on the other. At the liberation of Italy in 1944, the Soviet Union was excluded from the Allied Control Council, heightening the suspicions of Stalin. At Teheran in 1943, then at Yalta and at Potsdam in 1945, the Allies worked out the broad outline for a settlement once Germany was defeated. Three issues defied resolution: the boundaries of Poland; the types of government s in Eastern Europe; and the future of Germany. The determination of each of the major powers to act unilaterally prevented the resolution of these major issues at Potsdam. The dispute over the boundaries of Poland festered throughout 1945, and fostered dissension between the Americans and the Soviets. Eastern Europe, it was agreed, fell clearly within the Soviet sphere of influence, but would be allowed to determine its own political future through free elections. Stalins promise was an empty one: free elections failed to materialize in areas dominated by the Red Army. The most contentious area of all was Germany, where the United States and the Soviet Union faced each other squarely in their respective occupation zones. No common goal for Germany existed. The British and the Americans wanted a politically unified and industrially self-sufficient country; the French and the Soviets wanted a politically weak Germany. In 1946, the West ceased the...

How might performance-related pay (PRP) improve performance Are there Essay

How might performance-related pay (PRP) improve performance Are there other forms of financial incentive that could be better suited to the task - Essay Example Thus, need to identify measures that significantly impact the performance of the workforce has become intrinsic to the success of the firms. The paper would focus on the issues vis-Ã  -vis financial incentives that considerably impact the employees’ performance. Human resource is central to the organizational visions and goals and HR leadership initiatives become crucial factor for creating and organizing an effective workforce that is able to make valuable contribution to the increased output and improved performance outcome of the organizational. Hence, HR strategy needs to be redefined as globalization has ushered in a huge database of human capital whose potential needs to be exploited to realize one’s own vision and mission (Taylor, 2008). The challenges of multicultural fabric of society are myriad. Now, the workforce must be looked upon as resource that can be tapped to improve and improvise the performance of the organization in the fiercely competitive business setting. HR leaders need to be aware that the traditional process of labour deployment is undergoing a fast transformation, both in terms of quality and quantity. Scholars assert that information technology and new media of communication channels in the past decade and a half have ushered in radical new forms of processes (Freeman and Perez 1988, Best 1990). The rapidly changing models of work environment has made it imperative for the employees and the job aspirants alike, to keep themselves updated with the knowledge and use of all the latest gadgets and processes which are increasingly replacing the older model of office efficiencies. The innovative measures that link pay to the performance and other such incentive driven tools have increasingly being adopted by the organizational leadership. Bloisi (2007) emphasizes that performance management primarily defines the process through which the managers ensure that employees’ output is at par with that of

The Cold Fusion Essay Example | Topics and Well Written Essays - 750 words

The Cold Fusion - Essay Example The assumption was that the environment of transitional metal deuterides makes fusions of two deuterons realistic, increasing their probabilities by a certain magnitude. The research drew a lot of criticism about its reality making several energy researchers and engineers around the world dive into the issue. The future of energy resources had been a bother among the industrial nations on how to tap energy for industries and households. If Fleischmann and Pons hypothesis was true, it could solve the energy issues. Cold fusion is hence a proposed type of nuclear reaction that is believed to occur at relatively low temperatures unlike hot fusion. However, its destiny is unclear (Kozima 11-16). Nuclear fusion occurs at super high temperatures, super high environment and requires big sets of apparatus which are extremely expensive. As a new type of nuclear reaction, cold fusion was proposed to explain reports by experiments of unusually high generation of energy under specific laboratory conditions. Researchers have continued to conduct investigations of cold fusion and have found out that the interaction of hydrogen or deuterium with Palladium, Nickel or Platinum produces excess heat effects under extreme conditions. The original reports failed to replicate consistently and reliably causing the rejection by mainstream media. Fleishmann and Pons discovery eventually became invalid as it had not actually detected the by products of nuclear reactions (Fleishmann, and Pons 301-308). Trombay initiated experiments in 1989 to verify the claims of cold fusion. Large busts of neutrons were detected with a Pd-Ni electrolyte cell. Significant amount of neutrons and tritium were found to be produced in gas loaded Ti and Pd samples. D2 loaded Ti disc targets have also revealed some hot spots indicating an uneven distribution of tritium production in the near surface region. Trombay experiments have confirmed the occurrence of cold fusion reaction in both Pd and Ti metallic lat tices loaded with deuterium at certain temperatures. Neutron emission has also been observed even when the electrolytic cell is switched off or when there are no externally induced processes like heating, cooling and evacuation are effected (Kozima 11-16). Findings The main product of cold fusion reactions is Tritium. However, its presence inside the palladium electrodes has not been quantitatively evaluated. Cold fusion can be characterised as being ‘aneutronic’ with a neutron to tritium channel branching ratio of less than 10-8. Neutrons from electronically loaded Pd and gas loaded Ti are emitted one at a time. It is hence unclear whether the neutrons are generated in the D-D fusion itself or produced in a secondary reaction involving energetic protons or tritons. Autoradiography of loaded gas loaded Ti targets demonstrates both the occurrence of cold fusion and tritium production. The estimated tritium to deuterium isotopic ratios is several orders of magnitude highe r in the initial stock D2O. There is a high concentration of tritium on localised regions or hot spots on the target surface as well as along the periphery of the disc. The high probability of tritium branch in cold D-D fusion reactions indicate processes of neutron transfer across the potential barrier (Report on the workshop on cold fusion, June 3). Some departments of energy like the U.S Department have reported on the inadequate conviction of experiments done by earlier scholars. Based on the review of published reports, reprints, journals and many communications, the results of the experiments of excess heat with the calorimetric cells do not present convincing evidence that useful source of energy would result from the results attributed from cold fusion. Similar

Evolving Museum And Visitor Experiences Cultural Studies Essay

Evolving Museum And Visitor Experiences Cultural Studies Essay For over a century the museum has been the most celebrated and respected venue for viewing original works of art, however the design and visitor experience of the museum has evolved extensively throughout history. This chapter investigates how the traditional museum has evolved and how the collaborative approach towards the design and internal arrangement of modern art museums affects the spatial experience of the visitor. Duncan and Wallach in (see Carbonell 2004, p.52) state that, Museums belong to the same architectural and art-historical category as temples, churches, shrines and certain types of palaces. Originally, museum architecture shared characteristics with traditional ceremonial buildings to make visible the idea of state within its context (see Carbonell 2004, p.52). Museums were originally built to house collections of objects which are were of scientific, artistic, or historical importance and make them available for public viewing through exhibits that were permanent. This meant that the spaces and collections were fixed and objects were located deliberately to provide a specific spatial experience for each user. However, according to Bordieu and Darbel in the work of Duncan and Wallach (see Carbonell 2004, p.53), Individuals respond in different ways according to their education, culture and class. It is therefore debateable to say that due to the personal background of each user, they may experience a space differently to how a curator, architect or the artist desires. The journey that a visitor experiences through any museum is usually described in terms of aesthetic contemplation and Duncan and Wallach (see Carbonell 2004, p.51) state that this can be affected by the ensemble of art, the architecture and installations, which are contributing factors to the overall spatial experience of the modern art museum. These factors can be altered regularly to affect a user emotionally, visually or physically and are determined by the curators, the artists and the architects, to provide multiple experiences within one space. Todays society is embracing new museums that provide a wealth of subjects, particularly ones that cater for viewers of the popular trend that is contemporary art. The contemporary art museum is considered a fairly modern  category of museum. Also referred to as an art gallery or centre, art museums provide space(s) for the temporary exhibition of art. It is thought that the content of the contemporary art museum primarily consists of installations, including objects  which are of a sculptural nature, paintings, digital art, fine art, and video art. To design a modern art museum in the present century has become a popular challenge that is sought after by most architects and artists. Collaborative approaches towards museum design and layout have been encouraged as it is believed to enhance the users experience on a great scale, by providing them with a better aesthetic and social experience throughout their visit. The users experience can also provide them with lasting memories about the beliefs and values that museums hope to communicate. Contemporary art museums are essentially temporary exhibition spaces, in comparison with traditional museum buildings that house permanent collections. The actual design of the contemporary museum no longer has the traditional architectural values that a museum had in twentieth century for example. The white cube effect has become a popular idea for museums within the 21st century with some artists and architects believing that the focus of a museum should be the art and not the architecture. However an ironic example of this is the Leytonstone Centre for Contemporary Art, launched in 2001 by British artist Bob Smith. Leytonstone is a London suburb which houses no significant arts venues. This space could be viewed as an artwork or as an art centre, as it primarily a single exhibition space at the end of the artists garden. The artist demonstrates that the white cube can be removed from the gallery or museum and reappear in a totally different context. By doing this he has dissolved the boundary between art and architecture as people may be confused as to what this space is: art or institution. Temporary exhibition spaces raise the question; Does the modern art museum provide multiple spatial experience each time a new exhibition is displayed within it? From the 11th June to the 2nd November 2009, The Architecture Foundation provided a series of dialogues in which artists, architects and critics investigated into how collaborative and artistic approaches can change the practice and products of architecture. This series, called Architecture + Art: Crossover and Collaboration, included a dialogue between Adam Caruso and Thomas Demand, chaired by Alex Farquharson, the Director of Nottingham Contemporary. During the dialogue, Caruso argues that a good exhibition shows artists work in relation to other work and how this creates the spatial experience of the exhibition: A lot of exhibitions nowadays dont sufficiently recognise that the point of an exhibition opposed to a catalogue, is that what physically experiences it, is actually the choice of the work and the configuration of the work in a gallery is a specific and unique event and its there and then its gone. (Tate Channel, 2009 2/11/2009, 7.00pm @ 34.08mins-35.04mins)(NOT SURE HOW TO REFERENCE THIS VIDEO?) By saying this, he is implying that contemporary art exhibitions are intended to provide multiple unique spatial experiences for users and therefore when exhibitions have been and gone, a new spatial experience can be achieved within the same space. Todays contemporary art museums have very few artefacts within them in comparison to the traditional museum. This significantly changes the traditional spatial experience, as the focus of the user is on the few items that are displayed within the museum and the often large spaces that have been dedicated to them, unlike a traditional museum where hundreds of items are displayed with no link to context. During the dialogue (2/11/2009, 7.00pm), Farquharson, states that one problem in recent years within art galleries has been that they are too large for art and that the majority or artists are not interested in exhibiting there. Thomas Demand has had many major solo exhibitions at many of the worlds leading modern contemporary art instituti ons and he agrees with this remark by saying that when he looks to exhibit within a building, he inquires into what type of art work architects intend to provide their space for. Demand (Tate Channel 2009 2/11/2009, 7.00pm?) argues, At some point you want to reshuffle things and you want to make more shows downstairsis that possible or not? Some museums only employ selected artists to exhibit within their spaces for various reasons. These could be that they want art work to coincide with the internal spaces and architecture, or that they want to challenge the artwork through architecture, or visa-versa. As an artist, Demand wants art museums to offer flexible opportunities within their spatial layouts for exhibitions of his work. By saying this, he may be implying that he wants his artwork to offer multiple spatial experiences within one building and if the museum architecture does not have this capability, the creative exchange between the art and the architecture is not beneficial for the user as they are not receiving the best out of an art exhibition or the space. Interactive exhibits within contemporary museums have become popular in the 21st century, which give the public the opportunity to make choices and engage in activities which may vary the spatial experience from person to person; particularly content that includes architectural installations as art. With the opening of 21st century building styles, Victoria Newhouse argues: Art as an entertainment is contested by many together with the related trend toward ever more spectacular museum architecture. While the latter suits some art, it does not suit all art, and in todays wide variety of museums there is often a lack of harmony between container and contents. The need to coordinate this relationship is all too often ignored by those commissioning new museums (Newhouse 2005, p.215) Newhouse thinks that the link between museum architecture and its content is fading, indicating that the collection is less significant than the architecture. In previous eras the interiors and architecture of the museum were related to its content. If Newhouse is correct, the lack of connection to architecture can affect the spatial experience and the focus of the museum becomes the architecture or the art. If there is no creative exchange between both disciplines, it could be said that the spatial experience will not benefit the user as the contributing factors to the overall spatial experience will not be linked. Collaboration within previous architectural styles The Renaissance was a time that saw integration between painting, sculpture and architecture. The oldest public museums in the world opened in  Rome  during this period. However, many significant museums in the world were not founded until the 18th century and the  Age of Enlightenment. Walter Gropius initiated a school in 1919 called the Bauhaus when he combined two existing institutions: the Academy of Fine Art and the School of Arts and Crafts. The Bauhaus was an attempt to create a new style appropriate for the machine age, whilst achieving integration between disciplines. The Bauhaus attitude (Toy 1997, p. 26) believed that: The new building of the future, will embrace architecture, sculpture and painting in one unity. The Bauhaus was seen to offer a modern vision towards design and education; this attitude demonstrated an objective language set out to relieve design of subjective ideas from the previous century. Like the Bauhaus, the Modern Movement insisted there would be no more architectural styles and introduced architecture as a problem solving activity. The problem solving process encouraged the architect to find the perfect functional solution, given any set of technical, economic or social conditions. This method became a defensive mechanism within architecture, designed to keep others out of the building process. Late Modernism in the 1960s however, led to a rebellion towards reason; this process involved dishonouring previous rules for design by using curved forms. Frank Lloyd Wrights Guggenheim Museum in New York was seen as an example of this subjective reaction. The Percent for Art scheme which was introduced in 1990, which capitalised on the growing public art movement in this country, had an intention to extend the opportunities within architecture and public sites for artists through collaboration with architects. This implied the general thought that artists should to be more involved within public building projects from the beginning of the building process. Since then, there has been an increase within collaborative projects for buildings, public spaces and gallery installations. During the 20th century architects tended to work closely with engineers on architectural projects, these relationships were formed to solve spatial problems with a functional response towards design. These relationships had the underlying issue that some architects refused to develop a self-directed aesthetic communication. This meant that architects held back on their subjective design approach and therefore created architecture based on functional and technical reasoning. This process consequently affected architects subjective judgment and their creativity. As a result, the idea of working with an artist became appealing to architects..

Technology Essay -- essays research papers

Providing Representations in Multiple Modalities Mathematica software enables students to see a graphical representation of any function. By changing equations or using different values for variables, students develop a deeper understanding of mathematics by viewing changes in the graphical representations. A key understanding in pharmacy education is that the action of drugs depends on the "fit" between particular molecules in the body and the molecular structure of drugs, in a kind of "lock and key" relationship. However, students often have difficulty visualizing molecules as three-dimensional objects. A pharmacy professor uses molecular modeling software to create self-paced assignments which require students to manipulate molecules, developing visualizing ability and understanding of drug-receptor relationships. (Contact: Dr. Marc Harrold) Drilling Students on Basic Concepts to Reach Mastery Software tutorials exist for many modern languages, enabling students to learn basic grammar through self-paced learning, exercises, and tests with feedback about their performance. HyperMap provides students with practice in interpreting geological maps. The software presents a series of regional maps with dominantly planar contacts, then asks students a series of interpretive questions on three-dimensional geology and geologic evolution of the region, providing immediate feedback on right and wrong answers. (Contact: Intellimation 1-800-368-6868) Facilitating Collaborative Activity among Students Classrooms of networked computers using software such as Daedalus enable students to spend class time doing group pre-writing exercises, electronically discussing controversial questions, and peer reviewing one another's writing. A computer conference is established among students enrolled in strategic management courses in Korea, Egypt, Finland, and the United States. Students discuss topics specified by the instructors, such as advertising and the environment. They also complete a team project such as finding a solution to a real-world environmental problem, with each team including students from each country. Seeing Interconnections among Concepts Victorian Web presents text and images of Victorian England. Students can explore how the social context, economics, religion, philosophy, visual arts, and literature of the period might be inte... ...ology. Why Use Instructional Technology? Students can be actively engaged in learning, leading to greater time on task and greater depth of knowledge Student learning can emphasize continuous improvement of a piece of work, a concept sometimes called "D.I.A.T." or Doing It Again Thoughtfully (Steven Ehrmann, final report of Project Flashlight) Students can work more collaboratively with one another Students can be given more practice with feedback Students can examine their existing conceptions and update or modify Learning materials can be provided to match the learning style of the learner Self-paced learning may be possible, with study and practice until the student reaches his/her "personal best" Classroom dialogue can extend beyond the time and space constraints of class time Students can learn by working on complex, open-ended, realistic (or real-world) tasks Faculty can restructure their role, using individual and peer-group work or technology for some purposes, thereby freeing time to make their unique contribution to student learning Perhaps most importantly, faculty find rethinking their teaching an energizing and regenerative experience!

Theft and Burglary Arrest

Burglary is the unlawful entry of a structure to commit a crime. It is an offense against possession and habitation. Night time used to be an element of burglary, but in todays world, this is no longer a factor as burglary can occur at any time of the day The deflnltlon of burglary comes from state laws and because of this some states may have other definitions of what constitutes burglary. In Washington, DC, the government must prove that the defendant entered the dwelling, building, or room of another used for sleeping and that the defendant intended to commit a crime at the ime of entry.In Virginia, the government must prove the defendant broke and entered the dwelling house of another, the defendant did so at night time, and he did so with the intent to commit larceny or felony offense. According to the FBI, burglary made up 23. 6 percent of all property crimes reported in 2009. The rate of household burglary decreased 56% from 1994 to 2011, from a peak of 63. 4 victimizations pe r 1,000 u. S. households In 1994 to 27. 6 victimizations per 1,000 households in 2011 . From 1994 to 2011, the rate of completed burglary decreased by t least half across households headed by persons of all races and Hispanic origin.Burglary clearance rates seem to below for a number of reasons. At the top of the list Is that burglaries are usually not discovered until hours after It occurs. Burglars can usually quickly dispose of property and there are rarely witnesses to burglary. Most burglars are professional and usually do not leave any physical evidence. So what can be done to improve the clearance rate of burglaries? In my opinion It Is very hard to determine what can be done to Improve the clearance rate f burglaries. I would suggest community policing In the areas where burglaries are known to happen.The police can work with the citizens to create an effective neighborhood watch program which will watch out for burglaries and report suspicious people hanging around. When re sponding to a burglary call, the officer should look for any evidence the perpetrator may leave behind and take notes, and identify all items that were taken. The officer may find that the evidence or notes will led them to a particular burglar based on the MO. If the officer can develop an MO hich leads to related burglaries, upon finding a suspect, he can usually get a conviction. based on that evidence.Many suspects are convicted based on circumstantial evidence. Circumstantial evidence is the form of physical clues and scientific analysis. I believe that circumstantial evidence is better than an eyewitness in cases like burglary. Circumstantial evidence can involve the defendants' motive alone. Say for instance the suspect was there earlier In the day Just walking around and needed money. He had a motive, the means and the opportunity. This ircumstantial evidence is enough to convict, if the defendant can't prove he was elsewhere at the time the burglary happened.Now should ther e be a criteria for making an arrest for burglary. I would have to say yes, there needs to be a criteria to make any arrest. Among the most Important criteria's for making a burglary arrest should be probable cause. The officer needs to have factual circumstances that leads 1 OF2 to tnem Dellevlng tnat tne suspect commlttea a Durglary. It snou10 De noted t probable cause may allow the officer to make an arrest, it does not always lead to a onviction. What constitutes as probable cause to the officer may not constitute to probable cause for a Judge.So now that we have our burglary suspect in custody and we've found some of the property he has stolen, where is the rest of the stolen property? The defendant states that he sold some of the stolen property online. How can we recover the stolen property that the burglar sold online? One would think it would be hard to recover stolen property online. Upon researching, I found a couple of websites where you can list your stolen items. I als o found out that eBay will help ou recover your stolen goods if you can prove they are yours.The other way to recover stolen objects is to check the pawn shops, second hand stores, and flea markets. Theft and Burglary Arrest Burglary is the unlawful entry of a structure to commit a crime. It is an offense against possession and habitation. Night time used to be an element of burglary, but in today’s world, this is no longer a factor as burglary can occur at any time of the day The definition of burglary comes from state laws and because of this some states may have other definitions of what constitutes burglary. In Washington, DC, the government must prove that the defendant entered the dwelling, building, or room of another used for sleeping and that the defendant intended to commit a crime at the time of entry.In Virginia, the government must prove the defendant broke and entered the dwelling house of another, the defendant did so at night time, and he did so with the intent to commit larceny or felony offense. According to the FBI, burglary made up 23. 6 percent of all property crimes reported in 2009. The rate of household burglary decreased 56% from 1994 to 2011, from a peak of 63. 4 victimiz ations per 1,000 U. S. households in 1994 to 27. 6 victimizations per 1,000 households in 2011. From 1994 to 2011, the rate of completed burglary decreased by at least half across households headed by persons of all races and Hispanic origin.Burglary clearance rates seem to below for a number of reasons. At the top of the list is that burglaries are usually not discovered until hours after it occurs. Burglars can usually quickly dispose of property and there are rarely witnesses to burglary. Most burglars are professional and usually do not leave any physical evidence. So what can be done to improve the clearance rate of burglaries? In my opinion it is very hard to determine what can be done to improve the clearance rate of burglaries. I would suggest community policing in the areas where burglaries are known to happen.The police can work with the citizens to create an effective neighborhood watch program which will watch out for burglaries and report suspicious people hanging aroun d. When responding to a burglary call, the officer should look for any evidence the perpetrator may leave behind and take notes, and identify all items that were taken. The officer may find that the evidence or notes will led them to a particular burglar based on the MO. If the officer can develop an MO which leads to related burglaries, upon finding a suspect, he can usually get a conviction, based on that evidence.Many suspects are convicted based on circumstantial evidence. Circumstantial evidence is the form of physical clues and scientific analysis. I believe that circumstantial evidence is better than an eyewitness in cases like burglary. Circumstantial evidence can involve the defendants’ motive alone. Say for instance the suspect was there earlier in the day just walking around and needed money. He had a motive, the means and the opportunity. This circumstantial evidence is enough to convict, if the defendant can’t prove he was elsewhere at the time the burglar y happened.Now should there be a criteria for making an arrest for burglary. I would have to say yes, there needs to be a criteria to make any arrest. Among the most important criteria’s for making a burglary arrest should be probable cause. The officer needs to have factual circumstances that leads to them believing that the suspect committed a burglary. It should be noted that probable cause may allow the officer to make an arrest, it does not always lead to a conviction. What constitutes as probable cause to the officer may not constitute to probable cause for a judge.So now that we have our burglary suspect in custody and we’ve found some of the property he has stolen, where is the rest of the stolen property? The defendant states that he sold some of the stolen property online. How can we recover the stolen property that the burglar sold online? One would think it would be hard to recover stolen property online. Upon researching, I found a couple of websites where you can list your stolen items. I also found out that eBay will help you recover your stolen goods if you can prove they are yours. The other way to recover stolen objects is to check the pawn shops, second hand stores, and flea markets.